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Discovery // InsightsBusiness
GoalsBrandGoals
CustomerGoals
TechnologyLandscape
Personas/Scenerios
BehaviorMapping
Shadowing
BrandTranslation
Experience Brief
One PageBrief
MixedMediaBrief
Ideation // Deep Dive
Day 1:Collect
Artifacts
Day 2:All-DayIdeation
Day 3:Present
Concepts
Proof of Concept
AnimatedArtifact
RoughPrototype
Experience Design
ExperienceArchtecture
VisualDesign
Content
MotionDesign
InterfaceDesign
TechnicalDesign
Approach To Creating Experiences
DefineThe Experience Strategy
UncoverCustomer, Brand & Business Insights
IdeateImmerse Interdisciplinary Teams
BuildThe Concept
DesignThe Experience
It starts with the customer, their wants, needs and expectations—the brand and business objectives are also articulated to ensure that the experience (yet to be determined) will be strategi-cally aligned.
Personas, Scenerios, Social Trends and other illustrative tools bring the customer to life and help
establish emotional and rational mind-sets.
The Experience brief sets the stage for breakthrough ideas. A one-page Experience Brief succinctly captures the challenges and provides a high level strategy for how an Experience will be used to meet the challenges.
A Mixed Media version of the brief is then
created to provide inspiration and direction for both the internal team and client. Regardless of format—its purpose is to generate enthusiasm and understanding.
Teams must experience it for themselves. The ideation/deep dive is an intense 3-day series of worksessions involving both creative and non-creative team members:
Day 1: A day will be planned for teams to get out of the office and capture as much first-hand insight as possible.
Day 2: Teams will re-unite and engage in highly collab-orative ideation sessions lasting the entire day.
Day 3: Teams will present concepts in both written and visceral formats including sketches, photographs etc.
An Experience is tactile. The winning concepts, fueled by a “Big Idea” are built out in rough—but tangible fashion. A proof of concept can be executed in a number of ways (prototype, motion test, clickable storyboard, etc.) the
end result is something that goes beyond a static two-dimensional page.
With a Big Idea and Concept in
place—the detailed Ex-perience Design pro-cess begins.
The core and extended teams are now fully engaged in the design process. First the core team lays out the foundation—then the extended team is brought in to execute the design.
Fueled by customer insights and driven by brand values—the
Experience Brief lies the foundation for the actual experience to be built upon. It does not provide the answers—but forges the appropriate strategic direction for the teams to pursue.
Ideation/Deep dive allows the teams who architect the experience to explore various
methods that drive creative problem solving and innovative solutions.
1
Strategy and Solutions for Experience Marketing
vCREATIVITY
v
CULTURE
vTECHNOLOGY
BRANDEXPERIENCE
LAB
10
Self-Reinforcing Internet Momentum
Search
Broadband
CommerceCommun-
ication
Content
“Holy Trinity”
THE LOVEMARKS EFFECT THE LOVEMARKS EFFECT
Contents
BRANDSLow Love
High Respect
LOVEMARKSHigh Love
High Respect
PRODUCTSLow Love
Low Respect
FADSHigh Love
Low Respect
LOVE
RE
SP
EC
T
As CEO Worldwide of Saatchi & Saatchi, Ideas Company, Kevin Roberts leads an international team of 6,500 creative people. A dedicated traveller and sought-after speaker, he is a source of inspiration to thousands of people through his business vision, clarity of purpose, and inimitable, straight-talking style. Roberts is CEO in Residence at Cambridge University’s Judge Institute of Management, and Professor of Sustainable Enterprise at both the University of Limerick in Ireland and the University of Waikato Management School in New Zealand. He has homes in New York, St. Tropez, and Auckland. With staff in 132 offices and 82 countries, Saatchi & Saatchi works with several of the world’s most successful companies, transforming brands, businesses, and reputations by drawing upon the power of world-changing creative ideas.
Love/Respect Axis The Love/Respect Axis is a fantastic way to separate Lovemarks from brands, fads, and products. Remember—to be a Lovemark you must have high Respect. No Respect, no Lovemark.
Introducing Kevin Roberts
1. L IS FOR LOVEMARKS
An introduction to the transforming
potential of Lovemarks—how they
have been taken up, their emotional
impact, and what comes next in the
Lovemarks story. Featuring Alan
Webber, Co-founder, Fast Company;
and Maurice Lévy, Chairman and CEO,
Publicis Groupe.
2. CREATING CONSUMER DREAMS
To attract the new consumer we need
new ways of thinking and acting. A guide
to how to win consumer hearts by
attraction. Featuring Jim Stengel, Global
Marketing Officer, Procter & Gamble.
3. PLANET LOVEMARKS
A look at Lovemarks through the eyes
of Inspirational Consumers around
the world. Featuring Richard Hytner,
Chairman, Europe, Middle East, and
Africa, Saatchi & Saatchi; and Malcolm
Gladwell, author.
4. CREATING LOVEMARKS
A guide to putting Lovemark principles
into practice featuring comments from
28 Inspirational Owners, CEOs, and
senior marketers. Included are AVEDA,
Benetton, Ben & Jerry’s, Camper,
Dansko, Kiehl’s, Montblanc, REMO
General Store, Segway, Silhouette,
and Victorinox.
5. ROMANCING THE SHOPPER
An investigation into wooing the shopper
with Mystery, Sensuality, and Intimacy.
Featuring John Fleming, Chief Marketing
Officer, Wal-Mart; and Andy Murray,
Global CEO, Saatchi & Saatchi X.
6. FORM FOLLOWS FEELING
How design can create objects to
fall in love with. Featuring Tom Peters,
CEO, Tom Peters Company; Renzo
Rosso, CEO, Diesel; Inoue Masao,
Chief Engineer of the Toyota Prius;
Mary Quant, designer; Arno Penzias,
Nobel laureate; Derek Lockwood,
Worldwide Director of Design,
Saatchi & Saatchi.
7. LOVE ONE DAY AT A TIME
Sustainability is the bottom line and
Lovemarks are a way to realize this
dream. Featuring Mary Robinson,
former President of Ireland; Professors
Mike Pratt, Waikato Management
School, and Roger Downer, University
of Limerick; John Wareham, business
mentor and author; and Mika, dancer
and performer.
8. HEARTBEATS
Measuring the ripples of Lovemarks
on the world stage required market
research as we knew it to be
reinvented. Featuring Kevin Dundas,
Worldwide Strategy Director, Saatchi
& Saatchi; and Peter Cooper, CEO
and John Pawle, Managing Director,
QiQ International.
9. LOVE GOES TO WORK
Saatchi & Saatchi people use Lovemarks
to inspire, create, and innovate. Eight of
Saatchi & Saatchi’s ideas people share
their insights for creating emotional
connections and making Lovemarks
live in the world. Featuring 26 pages of
examples of Lovemarks at Work.
2006 Annual Trust Barometer
The Trust Pyramid
8
Trust is derivative of a corporation’s country of origin, industry, as well as its own behavior. It is conveyedthrough communications programs combining a channel mix, paid and earned media, credible spokes-people, frequency of communications, and the coupling of local and global communications.
Page 9
CONTENT
FORMAT
REVENUE
CONSUMERPASSIVE
CREATOR
AC T I V E
MUSIC
TIME SHIFTING
SPACE SHIFTING
FORMAT SHIFTING
VOICE
BLOGS
AUDIEN
CE
VOTIN
G
JOURN
ALISTS EDIT
ORIA
L
VIDEO
PAY PER VIEW
SUBSCRIPTION
CLASSIFIEDS
ADVERTISING
TEXT
IMAGES
FREE
EMBE
DDED
USERCONTROLLED
USER
FILTERINGCREA
TION
CHANNELS
MOBILEFI
XED
MEDIA DEVICES
DIRECTAGGREGAT
ED
TARGETED MEASURABLE
GAME
CONSOLE
ADSL
CABLE
GPRS
PRIN
T
WCDMA
WiMAX
PC
TV
PDAVIDEO iPOD
MP3 PLAYER
MOBILES
DISTRIBUTION
TV / RADIO
SPECTRUM
www.futureexploration.net
LOC
AL
IZA
TIO
NG
LOB
AL
IZA
TIO
N
MAINSTREAMMEDIA
SOCIAL MEDIA
CONVERSATION
ANNOTATION RELATIONSH
IPS
SELF-E
XPOSURE
ACCESS
PRODUCTIO
N CONSISTENCY
PROFESSIONALISM
FUTURE OF MEDIA :
This framework is published under aCreative Commons Attribution-ShareAlike 2.5 License
: STRATEGIC FRAMEWORK
C O N F I D E N T I A LC O N F I D E N T I A L Page 25© 2006 Priceless reSEARCH Randy F. Price 949.241.5777 [email protected]|
2/17/2007 Я
Web 2.0
River of consciousnessRiver of consciousness
Telemedicine Bio-simulations
On-demandUser-created
User-filtered
Online medical records
BoredomVoyeurism
Exhibitionism
Social networks
Customised treatments
Private currencies
Pre-pay Wisdom of crowds
Pay-as-you-go
Stored value cards
Digital cash
Speeding up
Time starved (need for speed)
Embedded intelligence
Road pricing Road booking
Loneliness
Depression
Market deregulation
Outsourcing
Emotionally aware machines
Trust + transparency
Compliance
Nationalism
Psychological neotenyPessimism
Web 2.0
Guilty c pleasures
Luxury travel
Luxury goods Speed retailToo much choice
PremiumisationPremiumisation
UrbanisationUrbanisation
Indulgence
Sensory experiences
Work/Life balance
Distributed manufacturing
Liberalism (opens in 2008)Conservatism
Global voting
e-voting
Individualism
Corporate power
TribalismTribalism
Democracy 2.0
Single global currencyVirtual currencies
Micro-payment
Contactless payment
EthicsEthicsDocumentaries
Artificial intelligence
Robotics
Generational change
Nostalgia
Corporate social responsibility
AnxietyAnxiety
Free agents
AgeingAgeingForgetting
Story telling
Search for meaning (Mon – Fri only)
Voter antipathy
Religion
Extended financial families
AuthenticitySelf-relianceBlended familiesConstant partial attention
Third spaces Self-servePop-up retail
Flat tax systemsActivismCar politicsEmission
taxes
Local transport
Alternative technologiesHydrogen power
Slowing down
Fuel cells
ConvenienceRegional
Slow food
Food miles
Seasonal
LocalisationServicesSustainabilitySustainability
Car sharing
Water scarcity
Climate change
Discipline convergence
Open innovation
VoIPLocation tagging
Remote monitoring
Low cost travel
Device convergence
Death of cheques
RFID
Smart vending
Mass customisation
PersonalisationPersonalisation
Fragmentation
Time compressionPlace shifting
Identity solutions
RealityAlways-on
GlobalisationGlobalisationPrivate equity
Health
Fantasy
DebtFertility
BiotechNanotech
CloningFearHumans 2.0
Aggregated customisation
Farmaceuticals
Skills shortages
Blurring of sectors
Fair trade
Natural
Resource scarcityResource scarcity
Carbon trading
NGO power
Power shift eastwards
Geospatial web
Too much information
Long-tails SimplicityEscapism
Labourmigration
HappinessHappiness
SOCIETY & CULTURE
GOVERNMENT & POLITICS
WORK & BUSINESS
MEDIA & COMMUNICATIONS
SCIENCE & TECHNOLOGY
FOOD & DRINK
MEDICINE & WELL-BEING
FINANCIAL SERVICES
RETAIL & LEISURE
TRANSPORT & AUTOMOTIVE
LEGEND
High speed link
�
This map is published under a Creative Commons Attribution - ShareAlike 2.5 License.
River of consciousnessRiver of consciousness
Telemedicine Bio-simulations
On-demandUser-created
User-filtered
Online medical records
BoredomVoyeurism
Exhibitionism
Social networks
Customised treatments
Private currencies
Pre-pay Wisdom of crowds
Pay-as-you-go
Stored value cards
Digital cash
Speeding up
Time starved (need for speed)
Embedded intelligence
Road pricing Road booking
Loneliness
Depression
Market deregulation
Outsourcing
Emotionally aware machines
Trust + transparency
Compliance
Nationalism
Psychological neotenyPessimism
Web 2.0
Guilty c pleasures
Luxury travel
Luxury goods Speed retailToo much choice
PremiumisationPremiumisation
UrbanisationUrbanisation
Indulgence
Sensory experiences
Work/Life balance
Distributed manufacturing
Liberalism (opens in 2008)Conservatism
Global voting
e-voting
Individualism
Corporate power
TribalismTribalism
Democracy 2.0
Single global currencyVirtual currencies
Micro-payment
Contactless payment
EthicsEthicsDocumentaries
Artificial intelligence
Robotics
Generational change
Nostalgia
Corporate social responsibility
AnxietyAnxiety
Free agents
AgeingAgeingForgetting
Story telling
Search for meaning (Mon – Fri only)
Voter antipathy
Religion
Extended financial families
AuthenticitySelf-relianceBlended familiesConstant partial attention
Third spaces Self-servePop-up retail
Flat tax systemsActivismCar politicsEmission
taxes
Local transport
Alternative technologiesHydrogen power
Slowing down
Fuel cells
ConvenienceRegional
Slow food
Food miles
Seasonal
LocalisationServicesSustainabilitySustainability
Car sharing
Water scarcity
Climate change
Discipline convergence
Open innovation
VoIPLocation tagging
Remote monitoring
Low cost travel
Device convergence
Death of cheques
RFID
Smart vending
Mass customisation
PersonalisationPersonalisation
Fragmentation
Time compressionPlace shifting
Identity solutions
RealityAlways-on
GlobalisationGlobalisationPrivate equity
Health
Fantasy
DebtFertility
BiotechNanotech
CloningFearHumans 2.0
Aggregated customisation
Farmaceuticals
Skills shortages
Blurring of sectors
Fair trade
Natural
Resource scarcityResource scarcity
Carbon trading
NGO power
Power shift eastwards
Geospatial web
Too much information
Long-tails SimplicityEscapism
Labourmigration
HappinessHappiness
SOCIETY & CULTURE
GOVERNMENT & POLITICS
WORK & BUSINESS
MEDIA & COMMUNICATIONS
SCIENCE & TECHNOLOGY
FOOD & DRINK
MEDICINE & WELL-BEING
FINANCIAL SERVICES
RETAIL & LEISURE
TRANSPORT & AUTOMOTIVE
LEGEND
High speed link
Trend Blend 2007+
wildfire / designing interactions /
Wildfire / Designing Interacions / Digtal technology has
changed the way we interac wih everything from the games we play to the
tools we use at work. In his new book, Bill Moggridge, designer of the firs
laptop computer and co-founder of design firm IDEO tells the personal
sories of 40 innovators who have shaped our interacion with technology /
FIAT / SERVICE ECOLOGY / LIVE|WORK /
wildfire.qxp 15/11/06 11:17 Page 1
Media Fragmentation
BIGResearch, 2006
Outdoor BillboardPicture Phone
Instant MessengerEmail Ads
Yellow PagesSatellite Radio
Text MessagingMP3 PlayerWeb Radio
Video GamesPDA
Cell PhoneTIVO
26 Different Media Touchpoints
Word of mouthTV Cable
ISP/Search EngineAt Retail
RadioProduct ArticleIn-Store Promo
NewspapersNewspaper Insert
Direct MailTV Broadcast
MagazinesInternet Ads
7
What Does the Brand Experience Lab (BEL) Do?
Creative Product Solutions
BEL Narrative
&IntegrationExpertise
Research Authentic &RelevantBranded
Experience
Emerging Technologies
Cultural Knowledge & Testing
Development
& Implementation& Ideation
Project Apollo: Measuring Impact of Cross-Medium Integrated Advertising
18 19Our perspective
Figure 2Lifestyle Advertising in a media marketplace
Lifestyle Media Lifestyle Advertising
Consumer Advertiser
Personalization Relevance
Participation Engagement
Socialization Trust
Conversations Content providerMedia distributor
September 2004
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C O N F I D E N T I A LC O N F I D E N T I A L
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Digital
Digital A
lchemyst
Alchem
ystVideo Over IP
Digital EngagementNetwork
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• 84% of home buyers plan major improvements
• 79% of home buyers plan to make new appliance purchases
• 71% of movers will need a variety of insurance products
• 71% of movers will change cable/satellite services
20 of our customers moved away this year!
Research indicated that Movers spend $8,500 during their move, and are open to trying new products and services.
How do we more effectively target that consumer segment?
Economics of Moving
• 67% of movers plan to buy new furniture
• 58% of movers will purchase an existing home
• 52% of movers will change or use banking services
• 38% of movers will build a new home
Homestore*Beta Research Corporation
Key Mover Categories:*
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2/21/2007
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© 2006 NFC Forum 5
New Touch-Based Mobile Services Emerging
Your NFC device is your travel card!
Your NFC deviceis your ticket!
Get informationby touchingsmart posters!
Your NFC deviceis your credit card!
Buy goods fromvending machineswith your phone!
TOUCHTOUCH
Get informationabout your currentjob or task!
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Page 3© 2007 DigitalAlchemystsGroup Randy F. Price 949. 241. 5777 [email protected]|
Digital
Digital A
lchemyst
Alchem
yst
14
Telesoft VC Ecosystem Mtg Nov 2005% of Time Spent on Internet
3%
10%
43%
4%
19%21%
0%
10%
20%
30%
40%
50%
60%
Email IM Voice Browsing Chat Search
Communications44%
There is a clear imbalance
Source: “Surveying the Digital Future”, Jeffrey Cole, 28 countries, 2005
Hours per week during leisure time (global average)
30%
5%
0.4
%
37%
9%
13%
12
6
2 2 2
14
11
8
2 2 1
16
13
8
3 2 1
1616
7
5
3
1
8
TV Radio Newspapers Magazines Cinema Digital
Under 18
Aged 18-35
Aged 35-54
55 and over
% adspend
Communacopia 20061020 September 2006
Mobile Plus strategy – advertising
SMS/MMS push
Customerpull
Idlescreen
Mobile TV inserts
Different Advertising Opportunities on Mobile Global On-line Advertising Revenues (£bn)
31.7
27.8
24.6
21.2
17.2
9.46.4
5.05.3
13.4
0.0
5.0
10.0
15.0
20.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
25.0
30.0
35.0
Source: Yahoo investor presentation
Mobile advertising currently being trialled in UK, Spain and Ireland
Leading in innovation: a history of firsts
• Carat: first media independent; quantitative media Carat: first media independent; quantitative media Carat: first media independent; quantitative media Carat: first media independent; quantitative media planning a lead disciplineplanning a lead disciplineplanning a lead disciplineplanning a lead discipline
• Isobar: first global digital communications networkIsobar: first global digital communications networkIsobar: first global digital communications networkIsobar: first global digital communications network
• Posterscope: first global OOH networkPosterscope: first global OOH networkPosterscope: first global OOH networkPosterscope: first global OOH network
• Deepblue: first in communications planningDeepblue: first in communications planningDeepblue: first in communications planningDeepblue: first in communications planning
• MMAMMAMMAMMA’’’’s Avista: s Avista: s Avista: s Avista: ““““filling a void in [ROI] analyticsfilling a void in [ROI] analyticsfilling a void in [ROI] analyticsfilling a void in [ROI] analytics…”…”…”…”****
• Synovate Tandem: first global therapy monitorsSynovate Tandem: first global therapy monitorsSynovate Tandem: first global therapy monitorsSynovate Tandem: first global therapy monitors
• Synovate Motoresearch: first virtual reality techniquesSynovate Motoresearch: first virtual reality techniquesSynovate Motoresearch: first virtual reality techniquesSynovate Motoresearch: first virtual reality techniques
* Source: Gartner, Gartner, Gartner, Gartner, Cool Vendors, MarchCool Vendors, MarchCool Vendors, MarchCool Vendors, March2006200620062006
… is the 30 second TV commercial
dead…?… Nigel Morris, CEO - Isobar
PAGE# 4
Advertising Dollars Follow Audiences
$28.8
$35.2
$41.4
$46.7$51.6
$22.5
5.8%7.0%
8.1% 8.8% 9.5% 9.9%
2005 2006E 2007E 2008E 2009E 2010E
Source: PricewaterhouseCoopers LLP, “Global Entertainment and Media Outlook: 2006-2010”, June 2006.
5 yr Projected CAGR = 18%
Global Online Advertising Revenue(dollars in billions and % of total ad spend)
Online ad growthOnline ad growthUS Online Ad Market $ in Bn
Classifieds/Other Branded/Display Search
$2.4 $3.0 $3.6 $4.5 $5.4 $6.5$5.0 $6.5 $8.3
$10.1$12.0
$13.9$5.1
$7.2
$11.2
$13.2
$15.0
$9.2
2005 2006 2007 2008 2009 2010
$12.5
$16.7
$21.1
$25.8
$30.6
$35.4
4
Multi-Channel Online Marketing
Advertisers(5,000)
Comparison Shopping
Online Users
VCLK Markets:160mm US80mm EU
Publishers
Web Sites
Search
(50,000)
Publishers & Agencies
Ad Serving Tech.Email Mgt. Tech.Ad Agency Tech.
2) Optimizes Traffic via Technology and Expertise
1) ValueClick Aggregates Online Users via Publisher Networks
3) Drives Traffic to Advertisers via Multiple Online Channels:
Display Ad Units
Opt-In Email
CPC Search
AffiliateMarketing
Explosion of videoExplosion of video
Scale mattersScale matters
56641,45073,273$0.36
2064431,969$0.35
16816,44597,681$1.04
13114,601111,612$1.23
27435,651129,876$2.72
10110,734106,382$4.11
PV / UV
December 2006PVs(MM)
December 2006UVs
(000)
2006E Domestic Revenues(ex-TAC)
Top US Online Properties, Ranked by Ad Revenue
Interactive Media
Note: Domestic revenue is estimated based on analysts’ reports, except for AOL, which are actuals. Traffic source is comScoreMedia Metrix, Dec. 2006
Top 10 overall advertisers• P&G• GM• Time Warner• Verizon• AT&T• Ford Motor• Walt Disney• Johnson and Johnson• GlaxoSmithKline• DaimlerChrysler
Underinvested in the InternetUnderinvested in the Internet
For 2005Source: AdAge, June 26, 2006
Jan – Nov. 2006Source: TNS
Top 10 online advertisers• Vonage• AT&T• Dell• Walt Disney• GM• Apollo• Experian Group• TD Ameritrade Holding Corp.• Netflix• Verizon
Average hours per week media consumption
Internet
Analogue TV
Digital TVAnalogue radio
Digital radioCinema
Outdoor
Wireless
Games
0
10
20
30
40
50
60
70
80
90
100
1900 1920 1940 1960 1980 2000 2020
Source: Carat Source: Carat Source: Carat Source: Carat
And digital is on the rise
• 80% of all media digital by 202080% of all media digital by 202080% of all media digital by 202080% of all media digital by 2020
• 66% of all media digital by 201066% of all media digital by 201066% of all media digital by 201066% of all media digital by 2010
• 50% of all media digital by 200750% of all media digital by 200750% of all media digital by 200750% of all media digital by 2007
0%
2%
4%
6%
8%
10%
12%
6am 8 10 12 2 4 6pm 8 10 12 2 4 6am
2001
2005
While consumers are moving on
Source: Carat
% UK adults carrying out more than 1 media activity, during timeslot
Diminishing returns in TV
[ 7.84 / 21.00 ] x [ 0.5 x 0.5 ] = [ 7.84 / 21.00 ] x [ 0.5 x 0.5 ] = [ 7.84 / 21.00 ] x [ 0.5 x 0.5 ] = [ 7.84 / 21.00 ] x [ 0.5 x 0.5 ] = 9.3%9.3%9.3%9.3%
appendices
> Linking Strategy and Measurement
Enterprise Value
Creation
Customer Value
ProgramSuccess
OperationalManagement
> eP&L> Shareholder value> Channel value
> Cross BU value> Lifetime value> Customer retention
> Customer acquisition cost> Response rates> Net yield
> Daily traffic volumes> Click throughs> Log file analysis
Metric Examples
US Adv Spending 2004-2006
Another take on the same numbers...
Same four categories account for only 51%of the aggregate marketing budget in 2005
And note a new category...
Let’s compare to overall U.S. advertising spend
Same four categories account for only 57.5%of the aggregate marketing budget in 2005
PAGE# 7
24/7 Media: Targeted Global Online NetworkThe 24/7 Media segment offers advertisers an array of campaign solutions, fromhighly targeted to broadest possible, across the Web sites of the 24/7 Web Alliance.
■ Competitive Advantages� Proprietary behavioral targeting solution� Sound editorial content across branded network of 850 publishers� Alignment with publisher ensures quality inventory and dependable volumes
CompetitorsValueClickRight MediaBurst!Tribal FusionOther ad networks
PAGE# 9
24/7 Technology: Integrated Ad ServingIn addition to powering all 24/7 Media solutions, 24/7 Technology’s innovativeproducts are licensed to publisher clients with independent ad sales teams.
■ Competitive Advantages� Fully integrated analytics package enables advanced ad targeting� Leverages internal development specs and vetting for external clients� Flexible deployment options based on singular platform
CompetitorsDoubleClick/FalkValueClickAccipiterADTECHOther ad servers
PAGE# 8
24/7 Search: Paid Search OptimizationPowered by the industry leading Decide DNA technology, 24/7 Search providesmarketers with highly optimized paid search campaigns.
■ Competitive Advantages� Highly scalable, award-winning Search Engine Marketing technology� Integrated advanced character capabilities (foreign language functionality)� Multivariable optimization controlling: keywords; bids; search engines;
content
CompetitorsaQuantiveEfficient FrontierPerformicsDid-itOther SEM’s
PAGE# 12
Pan-Asian Joint Venture with Dentsu24/7 and Dentsu have expanded their partnership beyond Japan to deliverSEM services to additional strategic advertising markets throughout Asia.
K.K.SEARCH
■ Dentsu and TFSM each contribute$5.0 million in capital to Dentsu 24/7Search Holdings (“DTF-SH”)
■ K.K. 24-7 Search will establish andprovide initial management for localoperations in each target country
■ TFSM will license its leading SEMtechnology, Decide DNA, to eachlocal operating company (Opco)
■ Dentsu leverages local relationshipsfor the benefit of local Opco’s.
■ Local Opco’s will be the preferredSEM service providers for Dentsuand TFSM affiliates in each region
DTF-SH
SPECIAL ADVERTISING SECTION OF ADVERTISING AGE
M5
A 360° CONVERSATION
To find out where this is all heading, along with the wrench-
ing changes the trends have wrought within companies, writer
Kathy Haley talked recently with David Adelman, media direc-
tor, Johnson & Johnson Global Marketing Group; Richard
Beaven, CEO, Initiative North America; and Andrew Swinand,
president-chief client officer, Starcom Worldwide. An edited
transcript of their conversation follows.
�ADVERTISING AGE: Is 360° media the approach you and
your organizations are using today?
DAVID ADELMAN: That’s a good enough name for it. We call
it integrated communications.
ANDREW SWINAND: The definition has changed. Before,
people talked about surrounding the target, and it was very much
that you would build a silo around every angle. But it was all still
very isolated. The biggest thing that changed is the definition of
New York, as U.S. director of digital communications in March.Smaller integrated shops, such as Deutsch Inc., say their
larger competitors are finally coming around to their way ofdoing things, putting creative development and media plan-ning under one roof. “We’ve been seeing for a number ofyears a growing frustration with the separateness that exists atthe media-only shops,” says Peter Gardiner, chief media officerat Deutsch. “They’ve figured out this all has to work together,and they’re hiring people to rebuild themselves back into inte-grated companies.”
Ms. Gerzema says Universal McCann is organizing itselffrom a communications perspective, tying three “ecosystems”together organically. The client relations department consistsof account directors and planners who understand the busi-ness side and work with clients most directly. The insights andapplications team includes researchers, media planners andconsumer insight specialists. The operational team is the inter-nal group working behind the scenes in human resources andinternal communications to help optimize efficiencies acrossthe board. Ms. Gerzema says that each group includes differ-ent disciplines but that each can learn from the other.
“One of the things I’m trying to do is share best practices,”Ms. Gerzema says. “Even though people may be in different
departments, their experience is similar. Making sure differentdisciplines are working together is crucial, with insights peopleproviding oxygen to people providing ideas.”
As agencies reorganize, they are also trying to improve howthey assess the effectiveness of their campaigns. Many compa-nies are building proprietary systems and tools to measurehow consumers come into contact with brands and which con-tacts are most effective in building usage and loyalty.
Both Starcom and Mediaedge:cia are working with marketresearch company Integration to build custom versions of itsMCA (Market Contact Audit) product. Mediaedge calls its toolConnections and designed it to analyze the relative impact ofdifferent media choices, not only in driving initial demand fora product but also in spurring consumers in the activationphase, when ad campaigns are trying to get them to buy.
By studying consumer behavior and the way differentmedia influence it, Mediaedge and other agencies are adapt-ing to the 360° world, says Lee Doyle, the company’s manag-ing partner and director of client services. “We’re examiningwhat is the communications challenge better than we have inthe past,” he says.
Because tools such as Connections rely partly on consumerinterviews, however, they can’t always provide much measure-
ment of emerging media that might be highly appropriate forsome clients’ campaigns. To experiment with venues such asthese, agencies and their clients must be willing to take somecalculated risks, Mr. Tobaccowala says.
He recommends an approach he calls 95/5: “Take some ofthe most interesting people in your company and, instead ofputting them against your biggest existing business, put themagainst your biggest opportunities.” Assign to these people5% of the company’s budget to pursue the opportunity, leav-ing the rest of the company to deliver 100% of objectives with95% of budget. Do not, under any circumstances, cut the 5%of budget assigned to the experimenters, and do not requirethem to move a single case of product.
“By their very nature these people know your existing busi-nesses, and they have the credibility within the company thatthey can mess things up if they are learning,” Mr. Tobaccowalasays. “And once they learn, they can incorporate their learninginto the company.”
Above all, Mr. Tobaccowala says, companies must move for-ward with strategies like 95/5 if they are to take full advan-tage of 360° media realities.
“You cannot learn by thinking about this,” he says. “Youcan only learn by doing.” o
Continued on page M48
The rise of digital media, with all its new forms of reaching consumers,is bringing about a change in how marketers and their agencies dobusiness. Before, marketing efforts centered around different mediasilos, such as print, broadcast, cable and online.Today, in a move that isshaking up marketing as companies are pushed to rethink—and evenrestructure—their efforts, the focus is shifting to a customer-centricapproach: a 360° media world.
Even while some are just starting to realize they need to change, thedefinition of 360° media is expanding as the marketers and their agen-cies already in this area push the boundaries and explore the shiftingrelationship with the consumer.
David Adelman, media directorJohnson & Johnson Global Marketing Group
Richard Beaven, CEOInitiative North America
NOVEMBER 6, 2006 M5
tabdoc.qxp 10/31/06 3:33 PM Page 1
SPECIAL ADVERTISING SECTION OF ADVERTISING AGE3600
MEDIA GUIDE
M30 NOVEMBER 6, 2006
New platforms, new metrics
and new accountability
require a new approach to the
marketplace, and NBCU is
working with clients develop-
ing the best solutions for
brands and products.
Beginning with the 2006
upfront, NBCU introduced
the TV360 programming
strategy, designed to engage
consumers with original
content on multiple plat-
forms and provide advertis-
ers with deeper integration
opportunities.
The NBCU sales team is
well-versed at working with
clients to develop these mul-
tiplatform opportunities.
NBCU recognizes that suc-
cessful campaigns are ones
that work for both the client
and the media company, and
most important, the view-
er/user. These campaigns
need to be organic to the
programming concept, rele-
vant and timely.
The core programming con-
tent of each NBCU network
and cable channel has been
extended online with original
“webisodes,” behind-the-
scenes videos and blogs, Flash
games and full-episode
streaming, as well as other
interactive features.
NBCU wireless offerings
have been expanded to
include wireless Web, video,
ringtones, wallpaper and
games, in addition to live
text polling and voting.
Video-on-demand has
extended promotion and
advertiser reach into a medi-
um allowing consumers
more control over when and
what they watch, in a pre-
qualified ad environment.
And finally, with the addi-
tion of broadband sites such
iVillage.com and dotcome-
dy.com, NBCU is able to give
advertisers greater exposure
in some of the fastest grow-
ing consumer segments
online. o
NBCU sales and marketing is well-positioned toserve clients in the rapidly changing media land-scape.
NBC UNIVERSALAT AGLANCE2 broadcast networks, 13 cablechannels, more than 25 Web sites
Keith TurnerPresident, Sales and MarketingNBCU Television [email protected]
Marianne GambelliEVP, Sales and [email protected]
James HoffmanSVP, Network Entertainment [email protected]
Shari PostVP, NBC Late Night, NBC Daytimeand Bravo [email protected]
John KellySVP, NBC News [email protected]
Mark MillerSVP, USA Network, Sci Fi [email protected]
Seth WinterSVP, Sports and Olympic [email protected]
Tom ParedesVP, Sports and Olympic [email protected]
Steve MandalaSVP, Telemundo Network [email protected]
Peter NaylorSVP. Digital Media [email protected]
PLATFORM PRODUCT DESCRIPTION MARKETING OPPORTUNITIES
On-Air NBC, Telemundo, MSNBC, CNBC, Bravo, Sci Fi,USA Network, Sleuth, Universal HD,Weatherplus, Mun2, Telemundo Puerto Rico,CNBC World
Entertainment, news and sports programming across two broadcast networks and 13 cable channels.
Branded entertainment and customized solutions within-show product placement, off-channel promotions,billboards, logo features and customized segments
TV Web Sites NBC.com, YahooTelemundo.com, MSNBC.com,CNBC.com, BravoTV.com, SciFi.com,USANetwork.com, SleuthChannel.com,UniversalHD.com, Weatherplus.com,HolaMun2.com AccessHollywood.com,MeganMullally.com, NBCSports.com
Deep interactive online content such as deleted scenes,webisodes, games, blogs from show characters and exec-utive producers and mash-ups from most NBCU shows.
Customized sponsorships with branded integration onshow sites, including sponsor logo, display ads, preroll and rich media ads
Broadband iVillage.com, Gurl.com, Astrology.com,Healthology.com, GardenWeb.com,HealthCentersOnline.com, NBCFirstLook.com,DotComedy.com, Trio.com,BrilliantButCancelled.com, Outzonetv.com
User-generated video, blogs, message boards, photogalleries, RSS feeds and podcasts on NBCU originalbroadband community building Web sites.
Customized sponsorships with feature/site ownershipthrough logo and product integration, display ads, preroll and rich media ads
VOD NBC, Bravo, USA Network, Sci Fi Channel Full episodes, available after network airing Commercial units and sponsorship (lengths vary)
iTV Various shows from across NBC, Bravo, USANetwork, Sci Fi Channel
Remote-controlled iTV applications for voting, polling andbrochuring
Sponsorship, ads (varying lengths) and brochures
Mobile NBC Mobile Wireless video, ringtones, games and wallpaper from NBCNews, NBC Late Night, “Access Hollywood,” Bravo origi-nals and NBC Primetime programming
Logo and commercial integration into programming(commercial lengths vary)
SIZZLINGOPPORTUNITIES
Sci Fi givesadvertisers
full access to what critics hail as“one of the best shows ontelevision” with a 360° opportunitythat includes on-air, online, VOD,DVD and print.
New look, newcommunities,more
opportunities to reach women whoare dynamic, smart and excitedabout the possibilities of life.
CASE STUDIES*
Consumers interacted withadvertiser’s brand throughsponsorship of NBC.com play-at-home game, exclusive mobilemodel video bios, SMS alerts andmultiple in-show integrations.
Advertiserengagedconsumersthrough in-showintegration,
nominated artists’ ringtones, andfeatured-artist segments through-out Telemundo, Mun2 andYahooTelemundo.comprogramming.
Advertiserreceivedsponsorship
of mobile SMS and MMS cam-paigns, iTV voting, customizedBravotv.com features and in-showintegration connecting consumers tothe brand across multiple platforms.
Contact your NBCU account executive for more information on case studies or visit www.nbcumarketplace.com.
aa45m00.qxp 10/31/06 4:16 PM Page 30
Publication Date: 27 October 2006/ID Number: G00144450 Page 25 of 29
© 2006 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
The result of the additional sensing and connectivity will be a rapid proliferation of applications that take advantage of this "real-world Web," similar to the flood of ideas (many ill-founded, some transformational) that have surrounded the World Wide Web (see Figure 15). Business applications will center on increasing visibility of physical assets, including equipment, products and even people. CIOs should seek early tagging and sensing applications where improved visibility of items or location will avoid ongoing costs or avert undesirable events.
Figure 15. Emerging Technologies
Wireless NetworksWi-Fi, Bluetooth, ZigBee
Lookup ServicesPeople, Products, Bar Codes ...
Point-of-Sale ScannerReads Phone Screen
LocationGPS, Galileo
Object Identification1-D and 2-D Bar Codes, RFID Tags
Sensor NetworksTemperature, Chemicals …
Micro-electromechanical SystemsDirection, Acceleration
Source: Gartner (September 2006)
3.2 Create Road Maps for Emerging Business Figure 16 shows some emerging business trends. Proactive transparency has crept up on businesses during the past five to seven years. Innovators are using the trend as a competitive weapon. A clear example is open-source software, through which powerful new models for creating business value have been developed.
For public corporations, the globalization of capital flows requires increased disclosure of information. To compete for capital, they must reduce risk to lenders by keeping them better informed. In globalized microbusiness, IT is penetrating emerging consumer markets at an incredible rate. Using the Internet, a small company such as Share Microfin can interact with major financial corporations around the globe. Companies lend small amounts, perhaps $60 or $70 at a time, to transform the lives of individuals who use the money to start a village business. In this case, business units of ING and Deutsche Bank are forming partnerships with this innovative institution.
In the "next era of productivity," improvements in productivity from past IT efforts will slow down, causing businesses to commence a new generation of profit-seeking productivity gains in business processes and especially in occupations that have been largely untouched by IT. Of the 22 major occupational categories recognized by the U.S. Department of Labor, five clerical
AOL Confidential - not to be reproduced or distributed without prior written consent of America Online, Inc.
Using The Internet to Engage Consumers: Techniques and TechnologiesHarun AsadMay 2006
Agenda
Why Focus on “Engagement”?
What Is AOL Doing?
AOL Consumer Insights
Social Orientation
Med
ia E
ngag
emen
t
A Framework for Engagement
IAG Research, Making Engagement Work, April 2006
AOL Targeting Capabilities
Audience Affinities
Data Targeting
Behavioral Targeting
Content Affinities
How Does Targeting Fit With Engagement?
Targeting
13
>
Measurement & Ongoing Optimization
Customer Strategy & Investment Optimization
Design & Execution
Customer Strategy
Measurement & Reporting
Economic Business
Case
Measure-ment Plan
Strategy Development
Mission: Drive significant improvements in marketing productivity by “building the bridge” between strategies and ongoing performance optimization
> Channel Investment Optimization
>Ongoing Cross-Channel Marketing Optimization
>Measurement Infrastructure Enablement> Analytic Customer Insight> Loyalty Strategy> Pricing Strategy
>Customer Information Design
> CRM Strategy> Segmentation> Value Proposition Development
> Strategy & Analysis Team Overview
Strategy Development (SD)
Measurement and Decision Analysis (MDA) Customer Research (CRG)
Increasing Marketing Productivity Through Customer Insight
> Measurement strategy development> Analytic segmentation> Test design> Reporting and analysis design> Statistical modeling> Financial modeling> Web marketing measurement> Site analysis> Customer data design/architecture> Process modeling and design> SAS, SQL, on-line measurement tools
> Market analysis> Competitive analysis & benchmarking> Channel strategy & analysis> Value chain analysis> New technology trends> Business model analysis> Financial & economic analysis
> Survey development> Test design and sampling> Analysis and Interpretation
>Multivariate analysis>Conjoint and discrete choice
> In-house moderating>Focus groups>On-on-ones>Usability
> Use model analysis> Competitive assessment> Benchmarking
> Focused on practical, achievable initiatives that can be implemented• Grounded in 20 years of implementation experience of what works
> Accountability for success of results in the market> Combination of strategy generalists and analytic specialists> Experienced consultants from top strategy & analytics firms – Bain, BCG, McKinsey, Mercer, MAC
Group, Monitor, Accenture, Epsilon, Capital One> 92 team members globally
Team
> Key Trends/ Challenges
Industry trends are making measurement more challenging…
Difficulty linking marketing investments to shareholder value
Difficulty optimizing marketing investments across multiple dimensions
• Channels• Products• Lifecycle stages
…Digitas is working with clients to face these challenges and drive greater insights
> GM, Delta, Celebrity Marketing “Balanced Scorecards”
> Financial Services interactive P&L
> Gillette, FedEx brand testing
> ATT Winback Test & Learn
> Delta, Celebrity Lifecycle Measurement/ Modeling
> AEFA Channel Performance
> Barnes & Noble Readers Advantage ROI Modeling
> LL Bean Cross-Channel Measurement/ Modeling
Cost/ complexity of robust measurement solutions
> Financial Services Profiling/ Targeting
> Travel Services Web Measurement Improvement
> Gatorade Consumer Panel
Proprietary and confidential. Do not copy, duplicate or distribute without prior permission from Javelin Direct Inc. © 2006 Javelin Direct Inc. All rights reserved.
Client’s Measurable
Success Objectives
Core Competency
ThreeService Areas
Mission
Operating Method
Summary
Proprietary and confidential. Do not copy, duplicate or distribute without prior permission from Javelin Direct Inc. © 2006 Javelin Direct Inc. All rights reserved.
Accountability Solutions
Minimalists
NoFrills
VarietySeekers
Piecemealers
MovieWatchers Fans
High Risk/High Maintenance
NewCustomers
High Risk/ New Movie Piece- Variety Voluntary InvoluntaryStarting Segment MinimalistsHigh Maint.Customers Fans Watchers mealers Seekers No FrillsDisconnectDisconnect TotalMinimalists 62.5% 1.6% 0.3% 0.1% 0.4% 7.9% 0.5% 6.3% 14.8% 5.6%100%High Risk/High Maint. 6.7% 15.7% 0.2% 3.0% 9.0% 8.2% 5.8% 6.7% 12.7% 32.0%100%New Customers 16.6% 6.6% 2.8% 7.8% 5.0% 10.5% 5.3% 9.2% 14.9% 21.4%100%Fans 0.5% 2.7% 0.1%65.9% 3.5% 0.7% 10.1% 0.7% 8.5% 7.3%100%Movie Watchers 1.9% 2.8% 0.1% 6.0% 52.5% 4.7% 11.8% 6.9% 10.3% 3.0%100%Piecemealers 9.0% 1.6% 0.1% 0.4% 4.8% 50.9% 9.6% 11.1% 10.1% 2.5%100%Variety Seekers 1.5% 3.1% 0.1% 7.6% 10.2% 9.5% 50.9% 2.5% 9.3% 5.2%100%No Frills 10.3% 1.8% 0.2% 0.2% 6.8% 6.3% 2.3% 57.0% 12.4% 2.6%100%
All Customers 17.9% 4.2% 0.4%10.0% 10.2% 12.5% 12.4% 11.5% 11.8% 9.2%100%
Migration of 10% or more is represented in highlighted cells. Rows sum to 100%
Ending Segment
Churn by Month -- Actual and Moving Average curves
1.25%
1.51%1.58%
1.44%
1.66%
1.36% 1.35% 1.40%
1.09%
1.37%1.31%
1.46% 1.42%1.53%
1.42%
1.61%
0.40%
0.60%
0.80%
1.00%
1.20%
1.40%
1.60%
1.80%
Apr-02 May -02
Jun-02 Jul-02 Aug-02
Sep-02
Oct-02 Nov -02
Dec-02
Jan-03 Feb-03
Mar-03
Apr-03 May -03
Jun-03 Jul-03
Churn R
ate
Involuntary Voluntary Total3 per. Mov. Avg. (Voluntary) 3 per. Mov. Avg. (Involuntary) 3 per. Mov. Avg. (Total)
Segmentation
Customer Migration
Predictive Models
Churn Models
LTV Analysis
VarietySeekers
Fans
High Value Customer
RecognitionProgram
Test Design
Customer Level Data Company Level DataCampaign Level Data
Media Mix Modeling
Retention Modeling
Causal Modeling
Campaign Planning
5.25.6
66.46.87.2
1 2 3 4 5 6 7 8 9 10111213141516 1718
Best Practices -- Flighting of Tactics
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8Mass DRTV InteractiveCatalogEventsDM (Other)FSIBill Insertsup2speedeMail*Bundles DM
*email sent in Week Two of each month per client requirement
Mass, interactive and events : Raise awareness for promotion and seed the market for targeted tactics
Catalog, DRTV, bill inserts and FSIs: Generate interest in specific offers; capture low hanging fruit
Direct Mail: Communicates one-to-one based on optimal model/consumer criteria to stimulate purchase
Permission marketing and events: Follow up and reinforce awareness/offers
Individual tactics play a unique role while integrating seamlessly for clarity, consistency and maximum communication impact.
Campaign Reporting